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2 MASTER OF BUSINESS ADMINISTRATION Eligibility : Graduate Programme Duration : 2 Years Programme Objectives : Healthcare is changing more rapidly than almost any other field. The main reasons for change are demographical change as well as medical and technical progress. Our unique and niche MBA Program in Hospital & Healthcare Management focuses on building competencies and provides expertise for hospital & healthcare management, operations and administration through learning of Hospital core and Support Services. The programme specially designed for the rapidly expanding health care industry provides an intensive, stimulating and challenging learning experience in the management and administration discipline specialized for Hospitals. The curriculum covers all the important areas of management which may be expected from a working manager to practice in any health care establishment. Job Prospects : After the completion of MBA-HHM, you will find a challenging career in a hospital and healthcare industry. Common job profiles of students after completing the course include: Medical and Health Services Managers, Hospital Administrator, Wellness Resort and Health Spa Managers and Advisors. Students can also try for a great career as Senior Manager and other Senior Leadership Positions in Health Care Industry.

4 DETAILED SYLLABUS INSTRUCTIONAL METHOD: Personal contact programmes, Lectures (virtual and in-person), Assignments, Labs and Discussions, Learning projects, Industrial Training Programmes and Dissertation. YEAR I PRINCIPLES AND PRACTICES OF MANAGEMENT MGT16101 UNIT CONTENTS Conceptual Framework of Management: Management Defined; Components of Management; Features of Management; Functions of Management, Planning, Organising, Staffing, Directing, Controlling; Nature of Management, Management as Science, Management as an Art; Levels of Management, Top Management, Middle Management, Lower Management; Administration and Management, Management and Administration are Different, Management includes administration, There is no Distinction between Management and Administration, Conclusion; Management as a Profession, Implication of Professionalisation; Significance of Management from the Point of View of Modern business Operations, Management is the Brain of an Enterprise Evolution and Foundations of Management Theories: The Classical Organisation Theory, Assumptions of the Classical Theory, Two Streams of the Classical Theory, Key Characteristics of the Classical Theory, Principles of Organisations under the Classical Theory, Criticisms of the Classical Theory; Neoclassical Approach or Theory, Appraisal of Neoclassical Theory Contribution; Facts Discovered through Hawthorne Experiments; Systems Approach to an Organisation, Definition and Characteristics of System, Concept of Sub-system in an Organisation, Classification of Sub-systems; Modern Organisation Theory is Fundamental in Nature, The Various Parts of the System, Nature of their Mutual Interdependency; Modern Organisational Theory : An Appraisal. Management Planning Process: Planning Process, Importance of Planning, Steps of Planning, Types of Plans, Nature of Planning, Scope of Planning; Objectives and its Characteristics, Characteristics of Business Objectives, Multiplicity of Objectives, Advantages of Formal Definition of Objectives, The Process of Setting the Objectives, Environment Factors in Defining Objectives; Policy and its Meaning, Classification of Policies, Formulation of Policies; Procedure Defined, Distinction between Policies and Procedures; Forecasting and its Various Aspects, Nature of Forecasting, Importance of Forecasting, Elements of Forecasting Process, Limitations of Forecasts. Understanding Organisation Structure and Designs: Organisation Defined, Characteristics of Organisation; Consequences of poor Organisation; AMA s Ten Commandments of Good Organisation; Principles of Objective; Process of Organising; Functions of Organisation; Organisational Design; Division of Labour or Principles of Specialisation; Departmentalization Structures, Departmentalization by Function, Departmentalization by Product, Departmentalization by Customer, Departmentalization by Geographic Territory, Departmentalization by Project, Departmentation: A Combination Approach; Project and Matrix Design, Advantages of Matrix Organisation, Different Forms of Matrix Organisation; Task Force, Teams, Product Managers, Product Management Developments; Factors in Departmentation; Assignments of Activities; Organisation Charts and Titles; Span of Control; Potential Relationships between Manager and Subordinates; Determining the Optimal Span of Control, Lockheed Weighing Scales, Span of Management and Organisational levels, Tall vs. Flat Organisational Structure, The Scalar Concept, Unity of Command, Exception Principle; Types of Organisation Structure, Line Organisation, Functional Organisation, Line and Functional Staff Organisation, Committee Organisation, Use of Committee, Organisation Line-Staff Relationships, When is it Line,

5 and When is it Staff, Organisational Relations and Lines of Authority; New Organisational Designs, The Team Structure, The Virtual Organisation, The Boundaryless Organisation, The Feminine Organisation. Types of Authority: Sources of Authority, Formal Authority Theory, Acceptance Theory, Competence Theory; Decentralisation of Authority; Distinction between Delegation and Decentralisation; Factors Determining the Extent of Decentralisation, Nature of Expansion; Advantages of Decentralisation; Limitations of Decentralisation; The Technique of Decentralisation; Organisation Charts; Principles of an Organisation Chart; Types of the Organisation Charts, On the Basis of Preparation, On the Basis of Organisational Structure, Methods of Constructing an Organisational Chart; Advantages and Limitations of the Organisation Charts. Delegation of Authority: Meaning of Delegation; Formal and Informal Delegation; Characteristics of Delegation; Limitations of Delegation; Process of Delegation, Entrustment of Responsibility, Granting of Authority, Creation of Accountability; Merits of Delegation; Principles of Delegation; Weaknesses of Delegation, On the Part of the Superior, On the Part of the Subordinate, On the Part of the Organisation; Guidelines for securing Better Delegation; Relationship of Authority and Responsibility; Distinction between Authority and Responsibility; Distinction between Authority and Accountability; Distinction between Authority and Power; Distinction between Responsibility and Delegation; Specific Limits of Authority. Decision-making: Decision-making Defined; Characteristics of Decision-making; Elements of Decision-making; Steps in Decision-making; Principles of Decision-making; Types of Decisions; Importance of Decision-making; Rational Decision-making, Stages in the Process of Rational Decision-making; Quantitative Techniques of Decision-making, Main Tools of OR. Directing: Directing Defined; Elements of Direction; Importance of Direction; Nature of Direction-Functions of Management, Pervasiveness of Direction, Continuing Function; Principles of Direction; Principles of Issuing Orders; Types of Direction; Techniques of Direction. Management Control: Control Defined; Nature of Control; Scope or Areas of Control; Process or Elements of Control or Steps in Control, Process of Control; Action to Reinforce the Positive and Correct the Negative Results; Cybernetic and Non-cybernetic Controls; Types of Control; Types of Critical Standards; Requirement of an Effective Control System; Principles of Control; Control Aids/Control Techniques; Other Methods of Control. Management by Objectives: What is MBO?; MBO Characteristics; Defining Objectives, Tests of a Sound Objective; Action to be taken at Company Level; Action to be taken at Individual Level; Reviewing Performance, Conditions which will Exist when MBO Becomes a Way of Running a Business; Benefits of MBO; Reasons: Why MBO Succeeds?; Reasons: Why MBO Fails? Dimensions of Managerial Excellence: The Concept of Excellence; Forms of Excellence; Criteria for Organisational Success; Forms of Organisational Excellence. LEARNING SOURCE: Self Learning Materials ADDITIONAL READINGS: A. Dalton McFarland Management: Foundation and Practices, Fifth Edition, Macmillan, New York, B. Harold Koontz and Cyril O Donnell Essentials of Management, Tata McGraw-Hill, New Delhi, C. Joseph L. Massie Essentials of Management, Prentice-Hall of India, New Delhi, 1980.

16 Sample Tests, One Sample z-test, One Sample t-test, One Sample t-test and SPSS; Hypotheses Testing of Means when Population Standard Deviation is known, Test of Hypothesis concerning the Equality of Standard Deviation (Small Samples), Test of Hypothesis concerning Equality of Standard Deviations (Large Samples); Hypotheses Testing of Means when population Standard Deviation is Unknown; Hypothesis Testing of Proportions for Large Samples and difference in Proportions, Test of Hypothesis that Population Proportion is 0, Test of Hypothesis concerning Equality of Proportions; Two Sample Tests for Equality of Means for Large and Small Samples, Equality of Means for Dependent Samples, Difference between Proportions for Large Samples. Chi-square: Chi-square Test of Independence, Features of Distribution, Sampling Distribution of Variance, Mean and Standard Error of S2; The Student s T-Distribution, Features of t-distribution; Snedecor s F-Distribution, Chi-square Test, Uses of Test, x 2 - test as a Goodness of Fit, x 2 -test as a Test for Independence of two Attributes, Yate s Correction for Continuity; Practical in Excel Solver SPSS. Analysis for Variance: Decomposition of Total Variation; Nature of the Test Statistic; Testing the Significance of; Test for difference among more than Two Samples, Kruskal- Wallis H Test, Median Test, Jonckheere-Terpstra Test; Inference about a Population Variance, Inferences for a Single Population Variance, Properties of a c2(n-1) Distribution; Hypothesis Testing; Inferences for Comparing Two Population Variances, Hypothesis Test for s21 = s22 (Normal Populations); Two way Analysis of Variance. Non-parametric Methods: Level of Measurement, Advantages, Disadvantages; The Matched-Pairs Sign Test; Wilcoxon Matched-Pairs Signed Rank-Sum Test; Mann-Whitney Wilcoxon Test; The Kruskal-Wallis Test; The Runs Test for Randomness. Simple Regression and Correlation: Types of Relationships, Line of Regression of Y on X, Line of Regression of X on Y, Correlation coefficient and the Two Regression Coefficients; Estimation using the Regression Line; Mean and Variance of ei Values, Standard Error of the Estimate; Definition of Correlation, Scatter Diagram, Correlation Analysis, Prediction Intervals, Making Inference about Population Parameter, Coefficients of Determination and Correlation, Limitations of Coefficient of Correlation, Probable Error of r, Uses of P.E. (r); Regression and Correlation Analysis. Time Series and Forecasting: Variations in Time Series; Secular Trend; Periodic Variations, Seasonal Variations, Cyclical Variations; Random or Irregular Variations; Trend Analysis, Mathematical Trends, Method of Selected Points and Method of Semi-Averages; Time Series Analysis in Forecasting; Linear Analysis, Non-linear Analysis. Decision Theories: The Different Environments in which Decisions are Made, Decision Making under Certainty, Criteria for Decision Making under Risk, Criteria for Decision Making under Uncertainty; Expected Value Criterion with Continuously Distributed Random Variables, Cost of Uncertainty; Alternative Method, Marginal Analysis, Decision Tree Analysis; Graphic Displays of the Decision Making Process, Constructing the Decision Tree. Linear Programming, Transportation and Assignment Problems: Essentials of Linear Programming Model, Properties of Linear Programming Model; Formulation of Linear Programming Problem, Solving Linear Programming Graphically using Computer; Summary of Graphical Method, General Linear Programming Model; Formulation of Transportation, Vogel s Approximation Method (VAM); MODI method of Solving, Solving the Arizona Plumbing; Assignment Problems, Hungarian Method for Solving. Game Theory: Two-person Zero-sum Game; Pure Strategies: Game with Saddle Point; Mixed Strategies: Games without Saddle Point; Dominance Property; Solving Problem on the Computer with TORA, Pure Strategy Problem, Mixed Strategy Problem; Solving LP Model Games Graphically using Computer. Simulation: Advantages and Disadvantages of Simulation; Monte Carlo Simulation, Procedure for Monte Carlo Simulation; Simulation of Demand; Simulation of Queuing; Simulation of Inventory. LEARNING SOURCE: Self Learning Materials

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